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Have you ever noticed that people get very excited when they talk about the changes they want to take to improve their personal lives? Whether preparing for a marathon, regaining a hobby or learning a new skill, self-improvement is usually emotional for most people.
Self-transformation is usually exciting and exciting. Just look at the names of those self-motivated books on the market, and you will find that you can awaken the giants in your heart, cultivate the strength of the present and the well-known idiot: stop doubting yourself and start a better life.
The word "self-remoulding" is like a shot in the arm, and you will be excited every time you hear it. But there is actually another change that can arouse your mood, and that is company reform. When most people hear the word company reform, their first reaction is to lay off employees, and they start to panic and hide everywhere. You can run, but you can't. We spend most of our time in the company except sleeping. Globalization, technological progress and other factors make us have to face the reality that the company needs constant reform to adapt to the changing social ecology. I call it an ever-changing era.
When I shared this idea with my wife Nicholas, she said, "It's always changing, and it sounds very tired.". I think most people think so, which is understandable, especially if the company's mode of change remains unchanged.
Some disadvantages of traditional reform
But since we have nowhere to run, we need to clarify two things. One is why reform is tiring, and the other is whether there is any way to improve it.
First of all, it is really painful for us to accept the reform. People are naturally resistant to change, especially when forced to change. However, in the process of company reform, many behaviors of the company itself also make the reform more painful. First of all, the leadership always puts off making changes until the end, so that they are all done in a hurry in the end. Of course, people will feel very tired. Or in view of the urgency, the leadership only pays attention to short-term effects without considering long-term interests. Or this kind of reform is superficial, and they hope that the company will automatically return to the right track after the crisis.
This practice is very similar to the way students prepare for exams. Teachers teach in order to get high marks in exams, and finally their grades are improved, but this goes against the original intention of education, that is, education is to cultivate students' comprehensive ability in long-term competition.
Five points should be paid attention to in "people-oriented" company reform
Because of these obstacles, what can we do to improve it and make the company's change full of vitality? In order to achieve this, our reform strategy needs to focus on five points, and these five points have one thing in common, that is, putting the needs and interests of the people first.
The first strategic focus of people-oriented is to motivate employees in terms of values. Most changes in the company involve financial and management objectives, which are very important, but only for the leadership, the incentives for most employees are very limited. In order to motivate employees, your goals need to have a deeper meaning.
Take Lego as an example. Lego is an excellent global company. Under the excellent leadership of the leadership, they have carried out a series of reforms. Every change has a clear focus, such as the Polaris project, which runs through all Lego reform projects and has always played a leading role. Its main purpose is to discover and inspire the builders of future society. Global expansion? Not to increase sales, but to let more millions of children have access to Lego toys. Investment and innovation? Not to develop new products, but to let more children enjoy the fun of playing. Undoubtedly, this deep-seated value goal is easier to motivate Lego employees.
The second focus of people-oriented is to go all out. Too many company reforms only stay in the stage of layoffs, and layoffs are carried out under the guise of reform. In the face of fierce competition, you sometimes have to shrink your company painfully, just like losing weight before a marathon. But you can't win the game just by losing weight. To win, you must go all out. In addition to reducing expenses, you should also consider which actions can make you win in the medium term, which measures can promote growth, which actions will fundamentally change the operation of the company, and more importantly, you need to invest in talent and leadership training.
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The third focus of people-oriented is to create opportunities and conditions so that employees can win the success of the change and get good development after the change. I have participated in triathlon in the past few years. Frankly speaking, I am not good at sports, but I have an outstanding ability, that is, I can find my bike quickly. Usually when I swim to the finish line, there are few cars left.
Everyone who participates in triathlon knows that every sport (swimming, road cycling and long-distance running) needs different abilities, tools, skills and techniques. Just like when we reform the company, we must ensure that employees have the corresponding skills and tools.
Chronos is a global software company. At first, it was a company that produced software, and later it became a company that provided software production services. In order to enable employees to adapt to this change, first of all, they are equipped with new hardware, so that employees can monitor which functions of a new product are most popular with consumers and their satisfaction. At the same time, they also train employees to solve various problems of consumers on the spot. Most importantly, they emphasize teamwork, so they can complete a seamless end-to-end customer experience. It is because of these inputs that their employees feel energetic and capable of adapting to the changes of the company, instead of being exhausted as usual.
In an ever-changing era, change is non-stop. My fourth point is to inject the spirit of continuous learning into the company. When Satya Nadell became the CEO of Microsoft in 20 14, he began an ambitious change to prepare the company for the future era of mobile priority and cloud priority. This includes not only the changes in company strategy and organization, but also the changes in company culture. Before, the company's corporate culture focused on internal competition rather than guiding employees to learn and progress. Nadel is brave in pioneering and reforming, and pursues the enterprise philosophy of continuous learning. From the fixed thinking before, that is, your purpose is to show that you are the smartest in the company, it has become a growth thinking. Your role is more to listen and learn, and to inspire people's good qualities. At the beginning of the reform, employees noticed this change.
My fifth suggestion is aimed at management. In a change, leaders should have foresight, clear planning, let everyone participate, and have clear rewards and punishments. In other words, you play a guiding role, but in order to win the hearts of the people, you need to listen to public opinion, and inclusive leadership style is an important factor in fulfilling the people-oriented principle.
I live in the San Francisco Bay Area, and now our basketball team is the strongest in the league. We won the championship on 20 15 and are very capable of winning this year's championship. There are many reasons for our success today. There are great players, but one of the most important reasons is coach steve kerr, who is very tolerant and intelligent. When Dancre came to the Warriors on 20 14, the Warriors were undergoing a big change, because they had not won the championship since 1975.
Kerr came to the Warriors with a clear vision and immediately went to work. From the beginning, he mingled with the players and staff, creating an environment where everyone can speak freely and express their opinions. For example, during the competition, he often asks, "Do you think I have overlooked something?" .
A good example is the final of 20 15. The Warriors were 2: 1 behind Cleveland in the first three games. In the fourth game, Kerr made a very bold decision and reorganized the starting lineup. Finally, the Warriors won the game and finally won the championship. Later, people thought that this move was crucial to the final success.
Interestingly, it wasn't Kerr's idea, but his 28-year-old assistant, NickU'Ren, was responsible for editing and selecting the music played during training and editing the essence of the game video. It is because of Kerr's leadership style that U'Ren dares to put forward his own opinions. Moreover, Kerr not only listened to his ideas, but also really implemented them. In the end, all the credit goes to U'Ren. This series of behaviors highly embodies Kerr's inclusive leadership style.
In the era of constant change, the company is inevitably involved in this wave of change, but the reform is not necessarily painful. Everyone, every company and the whole society should fundamentally change their views on "reform", and the first step is to put people first.